Managing Change: Cases and Concepts
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Module One - Forces for Change

Case: Innovation at the Lego Group

Reading: The 12 Different Ways for Companies to Innovate

Case: Change Classic: Changing the Culture at British Airways

Reading: Re-Energizing the Mature Organization

Case: Nestlé’s Globe

Reading: Has Strategy Changed?

Reading: Meeting the Challenges of Disruptive Change

Case: GlaxoSmithKline and AIDS in South Africa

Reading: Rethinking the Social Responsibility of Business: A Reason debate featuring Milton Friedman, Whole Foods’ John Mackey, and Cypress Semiconductor’s T.J. Rodgers

Reading: The Collapse and Transformation of Our World

Module Two - Changing the Game: From Vision to Adaptation

Part 1 The Strategic Imperatives

Case: Yinscape and Yangsearch

Reading: The Vision Thing

Case: Change Classic: Bob Galvin and Motorola, Inc. Reading: From Bogged Down to Fired Up: Inspiring Organizational Change

Case: Merrill Lynch: Evolution, Revolution and Sale, 1996-2008

Reading: An Improvisational Model for Change Mgt: The Case of Groupware Technologies

Case: Charlotte Beers at Ogilvy & Mather Worldwide

Reading: The Quest for Resilience

Module Three - Implementing Change

Case: Change Classic: Peter Browning and Continental White Cap

Reading: Implementing Change

Case: Marconi plc

Reading: Organisational Frame Bending: Principles for Managing Reorientation

Case: Leading Culture Change at Seagram

Reading: Why Change Programs Don’t Produce Change

Simulation: The Merger Plan Simulation

Case: Oticon: Building a Flexible World-Class Organization

Reading: Changing the Deal While Keeping the People

Case: Ayudha Allianz CP

Module Four - The Recipients of Change

Case: Change Classic: Donna Dubinsky and Apple Computer Inc

Reading: The Recipients of Change

Case: Wellcome Israel

Reading: Back to Square Zero: The Post-Corporate Career

Case: Mark Margolis

Case: Emilio Kornau

Case: Kerstin Berger

Simulation: Broadway Brokers

Reading: Managing to Communicate, Communicating to Manage: How Leading Companies Communicate with Employees

Module Five - Leading Change: The Personal Side

Case: Change Classic: Walt Disney’s Dennis Hightower: Taking Charge

Case: Dennis Hightower: Walt Disney’s Transnational Manager

Reading: Bob Knowling’s Change Manual

Case: Change Agent “In Waiting”

Case: Henry Silva: Aspiring Change Agent for a Start-up

Case: Susan Baskin: Aspiring Change Agent

Reading: Converting Middle Powerlessness to Middle Power: A Systems Approach

Case: The Young Change Agents

Reading: Leadership for Change: Enduring Skills for Change Masters

Case: Vinesh Juglal, South African Entrepreneur

Module Six - Continuous Change

Reading: Seismic Shifts and Systemic Shocks

Case: Managing Performance at Haier

Reading: Bringing Life to Organizational Change

Case: Singapore Airlines: Continuing Service Improvement

Reading: Cracking the Code of Change

Case: Change Classic: Nigel Andrews and General Electric Plastics

Case: GE’s Two-Decade Transformation: Jack Welch’s Leadership

Reading: GE’s Move to the Internet

Case: Get Me a CEO from GE

Reading: The Immelt Revolution

Reading: Unlocking the Mystery of Effective Large-Scale Change